INFORMATION SUPERIORITY FOR CAPABILITY DSEI 2019 12th September 2019

H I N D S I G H T - I N S I G H T - F O R E S I G H T 1 SVGC Partners and RMPs

A Collaborative Relationship Management Plan (RMP) describes the: • Intent • Governance • Monitoring and Maintaining • Risks and Mitigation • Opportunities and Realisation • Approach to sharing of People, Data and Information • Exit Strategy

We are encouraging the creation of networks of collaboration clusters 2 Collaboration – A Definition

Coordination is alignment of information and resources so that each party can accomplish their part in support of a mutual objective. It is about teamwork in implementation.

Cooperation is about individuals working in support of each other’s goals, rather than a shared team goal. Something new may be achieved as a result, but it arises from the individual, not from a collective team effort.

Collaboration is about two or more parties choosing to work together to share responsibility and accountability in support of a shared vision. It is a conscious activity involving active sharing, risk mitigation and creation of interdependency and goes beyond the purview of any individual party

3 Contrasting Relationship Styles

. Pure Transactional . Collaborative . Short Term thinking . Long term thinking . The ‘sale’ has priority over . Focus on the relationships for other considerations long term mutual benefit . Interaction between buyer and . Sharing between members seller is competitive and often encouraged adversarial . Creates positive sentiment . No open dialogue about other . Issues and relationship problems opportunities dealt with up front and openly . Regular open dialogue about mutual opportunities and benefits

4 Implementing Formal Collaborative Partnerships (ISO 44001)

Establish and validate executive sponsorship, policies and Awareness benefits from collaborative approaches.

Assess the relationships being targeted and business case for Knowledge implementing a collaborative approach

Assessment Review the internal constraints, policies, processes and skills levels.

Evaluate the current practices in terms of identifying and assessing Partner Selection external partners

Develop current and future governance structures to compliment Working Together collaborative working

Value Creation Explore existing challenges and improvement opportunities

Develop and integrate key elements of collaborative working within day Staying Together to day management of relationships.

Instigate a methodology for managing controlled disengagement and Exit Strategy future opportunities within relationships.

5 Digital Strategy

• Enable Security and Defence to: • exploit the full potential of the data they have access to; • apply better digital processes and … • achieve more timely and cost effective analysis to make better decisions. • Support this by embedding active data management practice … • to create the environment to address the ‘big data’ challenge … • enabled by implementing the right infrastructure and tools … • delivered by people with the right mindset, skillset, toolset and dataset. This can be achieved through collaboration with strategic partners in technology, digital transformation and analytics towards evidence based decision management

Derived from the Defence Information Strategy. Feb 2017. Now withdrawn

6 Effective Public Sector Decision Management The power of information Providing Data and Information insight that is: Which delivers sustained CAPABILITY (1) accurate and timely & coherent capability PRESCRIPTIVE Through Time (2) specific and organised for a purpose ANALYTICS through time (3) set within a context that gives it meaning (4) leads to an increase in understanding To achieve OUTCOMES and PREDICTIVE capability BENEFITS ANALYTICS outcomes…

To enable the DECISIONS DIAGNOSTIC ANALYTICS right decisions… Required

To exploit the full potential of hindsight, Articulated DESCRIPTIVE ANALYTICS foresight and insight … OPTIONS Creating information advantage by providing Conducting timely and Integrated data which is: effective analysis… INFORMATION (1) Exploitable (2) Not yielding / persistent Using the right data Maximum (3) Set within a context of relevance and data model… DATA in context (4) Leads to a defined benefit

Hindsight ¦ Insight ¦ Foresight 7 A DEFINITION AND A QUESTION…

“Through Time Capability Management is the active process of ensuring an organisation has the capacity and ability to deliver the optimum affordable set of target outcomes through time within a strategic context”

Capability Management 2.0 – The Case for a Revolution, SVGC White Paper 2017

8 CAPABILITY MANAGEMENT

“What is needed?” “What is the gap?” Articulate traceable business goals Understand and articulate the and project contributions difference. Analyse alternative Understand the demand trends scenarios. Identify options “What is the benefit?” through time Benefit Understand the benefits of options Consider how to mitigate risks “How likely is it?” Scenario Articulate the likelihood of (Demand) scenarios and potential “What needs to happen?” outcomes – the cone of Establish changes to projects uncertainty Set up the reporting regime Allocate responsibilities

Option Action Context Uncertainty Gap Analysis Assessment Programme

“What are the viable options?” Develop courses of action Portfolio Prepare Cost-Benefit cases (Supply) Recommendation and Approvals “What is going to affect us?” Establish a clear understanding of the problem space Understand capability boundaries and constraints “How am I constrained?” Develop views of future scenarios Financial constraints Organisations capacity & capability “What have I got, what will I get, what can I get?” Recommendation and Approvals Establish a clear capability baseline Understand committed resource

9 INFORMATION SUPERIORITY

“… appropriately share the information they need to meet their business objectives or achieve information superiority over an enemy”.

Defence Information Strategy 2017 “The operational advantage derived from the ability to collect, process, and disseminate an uninterrupted flow of information while exploiting or denying an adversary’s ability to do the same”.

Definition of “Information Superiority”, Department of Defense, 2012

10 Problem Statement

• Data is held in pools with strictly controlled access • Shared Working Environments help but are still limited to members • You need to be a member of the area to know what is in there! • But most systems these days are connected to others • So shouldn’t most organisations be connected to others too?? • As a consequence, the value of the data generated is lost • So, there is a need to be able to discover what is available … • And there is a need for connected organisations • Collaboration enabled by Data Discovery

11 Discovery

Lets point at 782 documents with different owners And focus on the target And lets expand the acquisition and “platforms” topic and choose reconnaissance theme the 206 about C4ISTAR

And discover that there are Owners→ 119 documents which talk about “decision making”

So we’ve now discovered documents across the partnership without typing anything in!12 Summary

So … our proposition:

• Information Superiority is essential to make the best decisions during Acquisition

• Data and Information need to be shared to achieve Information Superiority

• Collaboration enables sharing of Data and Information

• Discovery enables collaborative data and information to be surfaced

• Information Superiority, Collaboration and Discovery … Data enabled Collaboration

Come and see us at Stand 20 within the Innovation Hub

13 Green Paper

Come and see us at Stand 20 within the Innovation Hub

Dr Andrew Dixon Managing Director, SVGC Ltd [email protected]

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